Innovative and, some would say, radical organisation design methods like Holacracy have sought to get rid of traditional management structures with the aim of introducing more agility, more creativity and more autonomy.
How often do you think about your employees in respects to the experience they have from the beginning to the end of their employment with your organisation, from the moment they hear about your company to the time they walk away? We're launching a series of blogs that focus on the elements within the employee lifecycle and as we've covered a lot about attraction in the past, we're moving on to onboarding.
I'm not the first to say it and know it’s a strange thing to say, particularly for someone who spends their time supporting organisations to improve their performance by developing engagement levels.
But for me the phrase ‘employee engagement’ has always been a problem, I’ve never liked it, it’s never sat well with me, but it took me a while to really understand why.
Mark De Stadler from Dale Carnegie discusses the main drivers of employee engagement. He discusses Dale Carnegie's research in this area, and the outcome which identified 3 key areas for employee engagement:
- Relationship with immediate supervisor
- Belief in senior leadership
- Pride in the organisation
Mark discusses how the relationship with your immediate supervisor is the most influential on employee engagement, emphasising the importance of training and developing brilliant managers to encourage your employees.
Paul Matthews discusses the biggest waste in the training industry as the way we spend the training budget, instead of investing it in people. He continues to look at why people ignore training, or lack thereof, and pass blame to avoid responsibility. The importance of seeing an ROI on learning and development is integral to the bottom line and organisations need to look at how to implement training as a programme, not an event.
In part 3 of the series, Paul Matthews discusses informal learning, which describes any learning that is not scheduled, planned or mandated. He looks at the importance of informal learning, by focusing on its impact on health and safety, and how it can be harnessed by learning and development (L&D) functions to ensure that employees are doing the right things with the right support. Paul considers how informal learning is integral to keeping an organisation running and provides some examples of how L&D functions can leverage informal learning to their advantage.
#leadership #development #people #talent #careers #culture
What is the difference between a leader who is a Chess Master and one who is a Gardener?
When the world began tinkering with artificial intelligence and machine learning, they were hardly a threat. Then Deep Blue and AlphaGo came along. The world began to realize that it is possible that under certain defined situations, AI could be smarter than human beings are. Then AlphaGo Zero came along and nightmares of world dominance re-emerged.
#Digital-Learning #Learning #Talent-Management
Marketisation is a term usually reserved for companies gaining initial exposure to “market forces.” In this case, I feel the word applies well to what is happening within the Learning & Development (AKA, Learning & Capabilities) space of HR and Talent Management. In this case, the market forces are the manager and teams that live day to day in your business; they are the consumer.